The Connect Effect

Citation

Staderman, W.P. (2008), "The Connect Effect", Journal of Organizational Change Management, Vol. 21 No. 6, pp. 786-788. https://doi.org/10.1108/09534810810915781

“Who you know is as important as what you know” is a common cliché. As with most clichés, there is a ring of truth to it. Networking generally refers to expanding the scope of who we know; but Michael Dulworth proposes that effective networking is about “more than the number of business cards you hand out…or the numbers stored in your Blackberry… It's about how you see yourself and how you connect with the world around you” (p. ix). He defines the “Connect Effect” as “the positive outcome derived from investing in your network” (p. ix). “The Connect Effect is for all those who want to have a more rewarding life – personally and professionally … ” (p. xii). The book is more of a practical guide than a rigorous, scientific examination. The author effectively draws from his own history and conversations with several successful networkers to illustrate key points.

The Introduction, “The power of networks,” discusses several uses of strong networks as illustrated by the author's history. How networks have enhanced several critical areas are discussed, such as, personal satisfaction, career guidance, door opening, problem solving and feedback, learning and expertise, and changing the world. The first part of the book, “Becoming a highly effective networker”, discusses tips for developing one's network. Chapter 1 invites the reader to assess his or her network and Chapter 2 explains some basics of networking. The author provides the following helpful list of networking tips:

Top ten list of successful networking tips:

1. 1.

   Keep networking at the top of your priority list every day.

2. 2.

   Help others in your network, first and foremost.

3. 3.

   Build a PBOD (Personal Board of Directors) to support your career and life.

4. 4.

   Get organized – in whatever way works for you.

5. 5.

   Map your current network. It's probably better than you think.

6. 6.

   Play “One Degree of Separation” to see whom you might include in your network.

7. 7.

   Be interested in people and ask them a lot of questions. Networks are built through personal connections, and you never know how you will connect with someone.

8. 8.

   Go for quality over quantity.

9. 9.

   Diversity, diversity, diversity! The more, the better.

10. 10.

    Build your personal brand. (a gestalt of qualities people associate with us, which is mostly determined by how others see us and much less by how we see ourselves), p. 27.

Dulworth characterizes strong, powerful networks as having four key qualities:

1. 1.

   quantity;

2. 2.

   relationships;

3. 3.

   diversity; and

4. 4.

   quality.

Chapter 3, “Building your network,” offers guidelines for expanding one's network. His emphasis on “taking care of your network” (p. 54) stands out. Dulworth writes, “Having a strong, vibrant network is all about how you treat people;” the four key ingredients are building relationships, giving back or giving first, recruiting new people, and being sensitive. A large pile of business cards does not equate to a strong network. Rather, the strength of a network depends on the mutual strengths of relationships among nodes. He quotes Rob Cross, coauthor of The Hidden Power of Social Networks:

I think the problem with so many of these books [on networking] is that they're treating it as a surface‐level activity. So many of them fall into this trap of creating a massive network of loose relationships as opposed to a well‐invested one… What the smaller, better invested network is good for is that it tends to bring you opportunities and it tends to be there when things aren't going well.” The message is clear: focus on building quality relationships, not quantities of relationships (p. 56).

Dulworth notes that the idea of giving back or reciprocity came up repeatedly in his interviews with expert networkers. He quotes Barbara Howes, vice president of learning and development at the Walt Disney Company:, “Probably the most important thing is you have to be a good network member yourself. You have to be available for people when they need help” (p. 57). This notion of reciprocity and membership calls to mind Communities of Practice (CoP), which Dulworth discusses later in Chapter 8.

In Chapter 5, “Entering the Network Zone,” the author continues to stress the value of strong personal relationships supporting one's network. “Relationships are so important because they are the basic reason people provide help to others” (p. 79). Dulworth relates the following points from expert networkers: Find common interests; Have real conversations with people; Stay in touch with people, face‐to‐face; Stay focused; Give back or give first.

The Personal Board of Directors (PBoD) is a useful tool the author proposes. A PBoD is a diverse, well‐known group of people “who care about you and can provide advice and guidance throughout your life” (p. 86). Dulworth suggests composing your PBoD of 6‐10 trusted network members who can be candid. His concept of a PBoD is based on the work of Richard Leider, a well‐known executive coach who calls his personal board “My Sounding Board” [described in appendix A] (p. 87).

The second part of The Connect Effect discusses harnessing the power of different networks. “A Peer‐to‐Peer Network consists of people who are alike in some way – usually based on their occupation – such as certified public accountants, human resource executives, CEOs of Fortune 500 companies, or students studying political science,” (p. 93). Professional associations and professionally managed networks are examples of peer‐to‐peer networks. Such networks allow members to communicate things like solutions to problems. Dulworth notes that Peer‐To‐Peer networks provide “an extremely valuable developmental experience, producing tangible benefits from a personal and career perspective, as well as significant organizational benefits” (p. 96).

Chapter 7 explores “Tapping Organizational Networks.” Dulworth rightly asserts that the organizational chart that formally illustrates the structure of an organization “doesn't show you who talks to whom, who knows what, and how the work actually gets done” (p. 102). Attending to these organizational networks can help identify key people, relationships, and processes.

As mentioned above, reciprocity and communal activity are characteristics of Communities of Practice (CoPs), discussed in Chapter 8. “A community of practice is a group of people who join together to help each other solve problems and develop knowledge and expertise in an area of shared interest” (p. 117). Etienne Wenger, a leading authority on CoPs, notes the three core components of CoPs: domain, community, and practice. Usually, it is within the social environment established by a CoP that members share and develop knowledge, make meaning, and exhibit a collective intelligence.

Dulworth briefly describes several popular Virtual (Online) Networking websites like MySpace, Facebook, and Linked‐In in Chapter 9. The compilation of Dos and Don'ts at the end of the chapter is helpful. A critical point is Don't post anything online you wouldn't want to see published in the newspaper or discussed on CNN. It should be noted that a Google search will yield links related to a query regardless of their source. So, a Google search on your name is likely to yield links to things you feel comfortable having a potential future employer view, as well as content you'd rather not have public. Reflecting your personal brand (Chapter 4) is at issue.

Finally, Dulworth considers the future of networking. The majority of Chapter 10 is comprised of excerpts from interviews with several professionals from various walks of life. A key point raised here is the increasing significance of networks as globalization increases and communication technologies improve. Despite advances in technologies, Dulworth and many of his interviewees emphasize the importance of the personal touch and face‐to‐face interactions.

In conclusion, The Connect Effect provides excellent tips for developing a network and examples of the benefits of networks. The author draws attention to the relational aspects of networks as opposed to the transactional procedure of merely collecting names, numbers, and business cards. This attention is particularly timely as technology is making remote contacts and virtual networks common. Dulworth asserts that the personal‐touch is a necessary component of any network.